This diploma thesis aims at the development of agile software projects of an existing company. The main goal of this dissertation has been to identify and analyze the most frequent current problems of the company, then to summarize their impact and to propose the best possible way of dealing with them. As an integral part, the aim of the dissertation has also been the creation of an internal knowledge base which can help to prevent those problems from happening in future projects and to share mutual experiences. To fulfil this goal, it has been necessary to learn all the problems of the agile software development, to know the most widely used agile methodologies and some latest facts and recent trends in the area of agile projects. It has also been necessary to carry out the SWOT analysis of the company and analyze the results of the internal agile development survey. The next thing which had to be done was the identification and description of the most frequent problems of agile development projects and the assessment of the categories of projects which occur in the company and linking the problems with each of the categories. The content of the internal knowledge base was created to correspond with the results of my diploma thesis. The contribution of this dissertation is the identification and assessment of the most fre-quent problems of agile projects of an existing company, identification of possible impacts and recommendation of possible solutions. The other contribution is the identification of the project categories which are linked to the identified problems. Last but not least, the main benefit of this thesis is the creation of a new internal project management knowledge base which will help to share the experience among all the projects and in this way it will help to prevent the spread of these problems. This diploma thesis is divided into two main parts, theoretical and practical. In the theoretical part, there is a definition of "agile methodologies", a description of their typical examples and statistics as well as modern trends in the area of the development of agile projects. The practical part is divided into four chapters. They contain the results of the company's SWOT analysis and the results of the internal agile development survey. Then there is a presentation of the identified agile development problems, their possible impact and the recommendation how to deal with them. There is a full description of all the identified categories of projects and their identified problems with their assessment criteria as well as time-proven ways how to effectively deal with them. The last chapter contains and internal project management knowledge base which has been done by myself. The knowledge base may be very useful in the project management now and in the future.

Software development projects often fail. Recently the agile software development frameworks have been massively adopted and used to overcome the root causes of the project failure. The use of the agile frameworks results in the more successful delivery of smaller software development projects. Companies however implemented in the past many generic project management frameworks and still use them to manage the full portfolio of their projects especially the medium and large software development projects. In such cases the agile development teams are organized in projects that are managed by project managers according to these generic project management frameworks. Both these frameworks must be analysed and tailored carefully to be successfully applied together. The objective of this dissertation thesis is to design the agile software development project management framework based on PRINCE2 and Scrum frameworks. The benefits of this new framework are the enrichment of the simple agile framework Scrum by project management elements and the enrichment of the generic project management framework PRINCE2 by the agile principles and agile team management practices. The first part of the thesis is focused on the analysis of project management and agile development frameworks. The main focus is on the current usage, the measurement of the project success and the identification of problems that the projects face to. Prior to the design of the new framework the research was executed in the global company to discover the specific problems in software development projects and to measure the actual project success rate. The framework is then designed in the next part. The framework was successfully implemented in the same global company and the project success rate was again analysed. The result is positive and the implementation of this framework resulted in the improved project success rate. Also two additional case studies were conducted to check the viability of the designed framework.

This thesis is devoted to the theme of a new information system of the pension company. The first part is the input into the subject. It defines the scope of the thesis and defines the objectives that the author wants to achieve in the thesis. The second part is focused on the analysis of project methodologies and selection of an appropriate methodology for this type of project. The third part of the thesis is focused on the analysis of agile methodologies and selection of the appropriate methodology for a particular project. The fourth part is devoted to the analysis of Scrum methodology. Conclusions of this part are the arguments for deploying agile approach for a specific project. In the fifth part of the thesis the author returns to mistakes at the level of project management, which negatively affected the time plan and financial plan of the project. The final part summarizes the results of analyzes, summarizes the objectives and identifies the expected benefits of the thesis.

Métodos ágeis são técnicas adequadas para o desenvolvimento de software sujeito a mudanças constantes. Essas mudanças não devem afetar o cronograma, orçamento do projeto e devem assegurar o atendimento às necessidades do cliente. Diversos valores, princípios e boas práticas de desenvolvimento e de condução de projeto são aplicados em projetos ágeis com esse objetivo. Algumas dessas práticas são relacionadas a atividade de teste de software. Este trabalho teve como objetivo caracterizar a atividade de teste de software aplicada dentro de métodos de desenvolvimento ágil, buscando eliminar aspectos de teste não produtivos, identificando boas práticas e, principalmente, criando formas de acompanhar e melhorar continuamente a condução da atividade de teste. A partir da caracterização da atividade foi proposta a adoção de um conjunto de métricas para facilitar o seu acompanhamento e melhoria constante da mesma. Algumas dessas métricas de acompanhamento de testes foram implementadas na ferramenta Agile Testing Metrics Management (ATMM). O objetivo principal da ferramenta é gerenciar as iterações de desenvolvimento do projeto ágil e, também, exibir a evolução das métricas relacionadas ao código que está sendo testado e aos casos de teste desenvolvidos utilizando a ferramenta JUnit. Para validar a ferramenta e as métricas foram conduzidos estudos de casos com dois projetos de software de domínios diferentes que utilizaram métodos ágeis e testes de unidade / Agile methods are appropriate techniques for software development subject to constant changes. These changes should not affect the project schedule, budget and must ensure meeting the clients needs. Several values, principles and practices of project development and driving are applied in agile projects with this goal. Some of these practices are related to software testing activity. This study aimed at characterizing the software testing activity applied to agile development methods, trying to eliminate unproductive testing aspects, identifying good practices and especially creating ways of tracking and continuously improve the test activity. From this activity characterization, it was proposed an adoption of metrics set to facilitate the monitoring and constant improvement of the activity. Some of these testing tracking metrics were implemented in the Agile Testing Metrics Management Tool (ATMM). The main goal of this tool is to manage the iterations of agile project development and, also show the metrics evolutions regarding the code that have been tested and the test cases developed using JUnit. The tool and metrics were validated by case studies that were conducted with two software projects of different domains which used agile methods and unit testing

Today many organisations are transforming from a traditional structure to an agile structure to be able to work more efficiently, meet the fast changes that are continuously happening and make sure not be outperformed by competitors. Agile was from the beginning a set of values and principles designed for software development but it has scaled and today it includes the whole organisation. To avoid imbalance within the organization ,it is crucial that the whole organisation applies an agile mindset. However, the transformation may imply a lot of obstacles and challenges on the way. For some departments within an organisation, it is a lot easier to keep up with the changes and be a part of the transformation process while other departments lag behind or are forgotten, which is common for the HR department. HR ́s traditional responsibilities are performance appraisal, learning and development, compensation and recruiting and they are commonly viewed as an administrative function rather than a strategic function. However, it is important for HR to be a part of the agile transformation to be able to support the business. Applying agile can be a challenging task for HR since the requirements are many and the goal is clear which makes it hard to have an agile approach. On the other hand, HR can apply “agile lite” to their responsibilities and in that way fit the new organisation structure. In an agile transformation process it is highlighted that HR could function as a change agent, since they have a direct impact on the effectiveness of an organisation’s change and development. However, HR usually takes on a reactive role and are not the ones leading the transformation. This thesis examines two aspects for HR in an agile transformation process. First of all, the roles of HR in an agile transformation is investigated followed by identification of the challenges arising for HR during a transformation. How these challenges impact each other and the role of HR is also covered in the thesis. The study is based on qualitative research methods combined with a literature review. For the data collection, a total of seven semi-structured interviews with people from selected organisations were made. Further, a focus group session was conducted to discuss the findings and get a deeper understanding of the topic. To be able to analyze the aspects, theories concerning traditional HR, agile, agile applied to HR and the change process are covered in the thesis. Further, the chapter Cases of HR in agile transformations is categorized under HR’s role in an agile transformation and challenges with HR in an agile transformation. Regarding HR ́s role in an agile transformation there are different opinions. Concluded from this research, HR could act as a change agent. Further, what affects what role HR ends up with is mainly based on their reputation and if they understand and work close to the organisation, which is two identified challenges. Other main challenges identified for HR in an agile transformation are: Understand and work agile, HR’s traditional responsibilities, Experiment, Competence, Attitude and awareness of change, Understand the “why” and communicate continuously, Time and capacity, Behavioral knowledge and External factors.

The content of this diploma thesis is an analysis of the current state of management of international projects in a multinational IT company, which should lead to the selection and implementation of an appropriate project management tool supporting planning and project management using agile methods Scrum and Kanban. The focus of this thesis is the actual implementation of the selected tool and its setting.

The diploma thesis treats project management in the environment of software development. The thesis describes the theory and method PRINCE2 Agile methodology implementation in the development department with a focus on agile approaches. Configuration of a part of the information system dedicated to the support of project management is also included in the thesis.

Studien syftar till att genom en kvalitativ forskningsmetod undersöka vilka faktorer som gynnar en organisation för agil transformation. Det undersöks även vilka utmaningar en organisation kan stöta på vid genomförandet av en agil transformation. Syftet uppfylls genom att besvara forskningsfrågan: Vilka faktorer gynnar en organisations agila transformation och vilka utmaningar kan uppstå? Via semistrukturerade intervjuer med fem respondenter som varit aktiva vid genomförandet av en agil transformation har djup kunskap om agil transformation inhämtas, tolkats och analyserats. Resultatet av studien visar att det finns flera framgångsfaktorer och utmaningar att beakta med agil transformation. Att förbereda alla medarbetare är en av framgångsfaktorerna som identifierades i studien. Resultatet av studien kan vara användbar för organisationer som ämnar genomgå en agil transformation.

The popularity of agile methodologies is steadily increasing. This study is an intent to balance the agile change literature with a psychological perspective and quantitative measures of an agile change made within a Swedish organization. Organizational change recipients’ beliefs (discrepancy, appropriateness, valence, efficacy, & principal support) and trust in management were measured in an online survey to see how well these variables could predict a successful agile change towards transparency. The results indicate a lack of support for several previously cited success factors in the agile literature and a need for more quantitative and research-driven literature. No support could be found for a relationship between discrepancy, appropriateness, valence, principal support, trust in management, and the outcome of a successful implementation of transparency. Efficacy was found to be a significant and robust predictor of the outcome. More research is needed to ensure the generalizability of the results.

Many organizations turn to agile methods and practices in their organization in order to retain competitiveness in today's rapidly changing environment and changing customer demands. Researchers claim agile practices, such as Agile Project Management to be most successful if implemented in the entire organization, in an all-or-nothing approach. However, as many traditional organizations are attempting to adopt agile principles such as APM, few studies have been made to what extent agile methods and practices can be successful in traditional organizations. This research investigates how a APM-team at SEB can function in accordance to agile philosophy, and further, if the legacy and traditional structures at SEB counteract the APM-team. The study is a single case study, investigating one APM-team at SEB through semi-structured interviews and organizational documents. In order to answer the research question, a model of analysis was derived in order to capture the important theoretical concepts. It was found that the investigated APM-team in SEB does not function fully in order with agile philosophies, and further that the traditional structures and legacy at SEB hinders the APMteam to work according to agile philosophies. It was also found that the APM-team experienced difficulties with the actual agile way of working, which could affect their ability to work in accordance with said practices. Further research is needed for a greater context to fully understand how traditional organizations can counteract agile initiatives.